Andy Cohen, FAIA

Co-CEO, Gensler

As we approach Gensler’s 50th anniversary, we look back at many important and transformational collaborations with global-shift thinkers. In particular, we celebrate our tremendous partnership with the U.S. Green Building Council (USGBC). USGBC’s tools are integral components to our firm’s everyday practice, which currently includes more than 800 LEED certified projects and nearly 1,300 LEED Accredited Professionals.

Whether we’re designing a new workplace interior for an up-and-coming law firm, or finishing one of the world’s tallest high-rises in the Shanghai Tower, the sustainable design partnership with USGBC has been extremely valuable to Gensler and our clients. The Shanghai Tower broke various records and far exceeds expectations for design excellence and user experience—but its LEED Gold target was a vital measure of success from the project’s inception.

Our founder, Art Gensler, was instrumental in the dialogue that gave birth to many of the green building programs that have become a cornerstone of the industry. Since then, our firm has partnered with many developers and investors to realize the life cycle value of LEED as a return on investment tool. This tradition of engagement will continue in the 21st century as we focus on elevating design performance for the direct benefit of our clients and our communities. LEED’s value is easy to justify: It helps us quantify meaningful and measurable performance opportunities by guiding our clients from where they are now to where they want to be.

Today, business is evolving more rapidly than ever and our world is becoming increasingly complex. To address this, we need a more comprehensive way of understanding the changing global economy and adapting to it. Where do we go next? After many conversations among our global leadership and teams, we believe the next opportunities in sustainability lie in resilient communities and net-zero design—two vital arenas that address global climate and demographic and resource shifts in order to transcend the building efficiencies of today. These aspirations for zero energy, as well as water conservation and waste reduction design, are embraced by the new USGBC offerings.

In addition, Gensler’s robust research program and its client engagements around the globe are making strides toward a healthy workplace—building people-centered places and creating regenerative urban environments through a new level of collaboration. Emerging metrics and perpetual feedback will help Gensler unlock hidden environmental, social, and economic value and make the holistic goals of our clients achievable. The community that USGBC as well as Global Green Building Councils have heralded is imperative to the growth and education of a design community that is proactively anticipating the needs of the global population and our planet.

Our commitment to these passionate stewards of the environment and quality of life remains steadfast. It’s a mission we all share.

LEED ON,

Andy Cohen

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SUNY’s College of Environmental Science and Forestry opens the doors to its Gateway Center—an unparalleled model of green building design.

 

I remember telling them the building had to be beyond Platinum,” says Dr. Cornelius “Neil” B. Murphy, Jr., senior fellow for environmental and sustainable systems at SUNY’s College of Environmental Science and Forestry (ESF) in Syracuse, New York.

In 2008, when interested parties began laying out what they envisioned for the school’s new Gateway Center, they met with Architerra, a Boston-based boutique firm specializing in high-performance sustainable building design. “We were considering architects,” recalls Murphy, who was ESF president at the time the building was planned and constructed, “and I remember the discussion of what we would require as a minimum for the building: ‘Given you are the College of Environmental Science and Forestry, it’s likely you’ll want a green building.’” Yes, the planning committee agreed, it needs to be green. Leadership in Energy and Environmental Design (LEED) Silver certification was subsequently proposed. “I remember us saying, ‘No, that’s not sufficient.’” LEED Gold certification was then put on the table. “Again, we said, ‘No, that’s not what we want.’” It had to be Platinum. It had to be beyond Platinum.

Chief among the projects proposed in the college’s Climate Action Plan, the Gateway Center is a giant step toward the ultimate goal: carbon neutrality. The building, which formally opened in September 2013, is both a hub for campus activity and a teaching tool that demonstrates sustainability. As the

2014 fall semester commenced, the center was fully operational and had established itself as the focal point of campus activities.

According to Murphy, the center was built, in major part, “to educate our students about how to put their education to practical use.” To that end, the design included features that would evoke questions from students and visitors about how it works. In addition to housing faculty, student, and staff activities, “The building itself had to teach,” he says. “I think that was a guiding philosophy.”

Among the factors that helped the building achieve LEED Platinum certification are its site selection—repurposed land that had been a parking lot near the college’s main entrance, development density and community connectivity, public transportation access, water-efficient landscaping, optimized energy performance, onsite renewable energy, construction waste management, recycled content in materials and resources, indoor environmental quality, stormwater design, and heat island effect. To aid in the effort, neighboring Syracuse University donated a 15-foot strip of property for SUNY’s use and also granted a 15-foot easement.

The integrated high-performance center features a green roof planted with rare native plant species from eastern Lake Ontario dunes and alvar pavement barrens from the northeastern end of the lake. The roof hosts many research and demonstration projects, and serves as a teaching tool for water resource engineering classes. “It’s the synthesis of what is being taught in that course,” notes Murphy.

Students outside the Gateway

The Center holds a portion of the Roosevelt Wildlife collection.

In addition, the Gateway Center—with its Trailhead Cafe, ESF College Bookstore, and a large promenade full of tables where students study, eat, and hold discussion groups—combine for a space that feels intended for them. Furthermore, three large conference rooms, when opened up, accommodate 400 visitors. Also, a portion of the renowned Roosevelt Wild Life Collection is now permanently on display. The Office of Undergraduate Admissions and Outreach—the two departments that have the most contact with the public and make the first impression—have also found a home in the center. In short, it is the college’s very epicenter. “I think the focus on student space but also outreach to the community really dictated the functions that would be served by that building,” says Murphy.

Of particular note is the combined heat-and-power system (CHP), which generates significantly more energy than is consumed by the Gateway Center. (It supplies the campus with 60 percent of its heating needs and 20 percent of its electrical power.) The system serves not only the center but also four other buildings on campus. Though, Murphy notes, “We need another operating year before we can say if it achieves the energy savings that we would anticipate.”

The idea for the center really began with the students—there wasn’t “a holistic space that we could call our student space,” explains Murphy, who shares the students’ mantra: If you are going to teach green, you have to be green. “They absolutely love it,” he says of student response to the building. Also needed was a place that would literally serve as the gateway to the college. “We wanted this building to meet both of those needs. We wanted it to be a special gateway and a special space for our students.” (“Special” is a word Murphy uses often in reference to the center.)

Originally a college of forestry established in 1911, ESF’s planning committee wanted to use as much wood in the building as possible—they aspired to displace structural steel and replace it with glulam beams and other wood applications. “It’s very important to us, given our history, to show how wood can be used in a large modern green building,” Murphy explains. Douglas firs from the Pacific Northwest form beams; other veneers are made of timber from New York State forests. The effect is a striking architectural composition of natural elements.

The city of Syracuse has a number of LEED-certified buildings, but this was to be a building that would better connect the college with the greater community. Or, as Murphy puts it, “The Gateway Center was to demonstrate to the community what an extraordinarily designed building can do, and have it be a place where the community would want to visit.” It has proven to be exactly that. “Most of the goals we set were achieved,” notes Murphy. The primary construction material is wood; the school’s history and roots are reflected; and a state-of-the-art bioclimatic shell exemplifies the entire mission. “It provides a high-performance space that optimizes indoor environmental quality,” affirms Murphy.

Back when the idea for the Gateway Center was taking shape, there were no existing LEED-certified buildings on campus, though ESF did renovate a former chemistry laboratory building, which now houses engineering facilities, to achieve LEED Silver certification. Since then, a new residence hall has been LEED Gold certified, and the school conserves energy in several other buildings on campus by lighting and adding high-efficiency motors, photovoltaic systems, and operating some of the campus vehicles using a biofuel system fed by student-produced biodiesel. The energy and sustainability projects that are part of the Gateway Center and the rest of the campus form a core of resources that ESF relied on in developing a new bachelor’s program in sustainable energy management. It has become one of the fastest-growing majors on campus.

Currently, the Campus Climate Action Committee—made up of several faculty, half a dozen students, representatives from the physical plant and from Syracuse University, and several administrators—recommends and implements different activities with the ultimate goal of reducing the school’s carbon footprint. “It’s a cross-section committee,” notes Murphy, saying they are now looking at designs for a new academic research building that will include as many sustainable features as possible. Also on tap is a second CHP facility—the goal, once again, being carbon neutrality.

Many members of the ESF campus community were involved in the Gateway Center’s making, particularly Michael Kelleher, who is now a faculty member but then served as ESF executive director of energy and sustainability. Kelleher put together a proposal—funded by the New York State Energy Research Development Agency—that resulted in a million-dollar grant, which helped support the CHP system. Additionally, the chair of the environmental and forest biology faculty, together with a faculty member in the landscape architecture department and Kelleher, presented a proposal to the New York State Environmental Facilities Corporation; a resulting half-million-dollar grant helped fund resources for the green roof.

When it came to the building of ESF’s Gateway Center, there was no shortage of enthusiasm, no lack of drive or vision. And just about everyone played some kind of role. “I probably led the need for this project to be special,” says Murphy. “I tried my best to reflect the ethos of our students and what I thought our community needed from this project.” The building is the very picture of his success.

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The residual effect of the recession has exposed the flaws in our current economic models. Domestically, the building design and construction industry has been disrupted, and as various sectors have struggled for recovery, many are taking a closer look at the broader notion of a “green economy,” one that simultaneously promotes environmental responsibility and economic growth.

The potential of the green economy is staggering. According to a recent study by the Rockefeller Foundation and DB Climate Change Advisors, the United States is at the cusp of a $280 billion investment opportunity over the next decade—an opportunity that could yield more than $1 trillion in energy savings. If maximized, retrofits and building upgrades could generate over 3 million jobs and save the atmosphere from 600 million metric tons of carbon emissions per year.

An environmentally conscious investment opportunity that could create jobs and lower energy demand should be a winning proposition. However, there is an impediment to fully unlocking the potential of the green economy: the initial outlay of investment capital.

“It takes funds to invest in capital improvements,” says David Gabrielson. “In this prolonged economic recovery, neither homeowners nor facility managers have a tremendous amount of money available for deep energy upgrades.”

Gabrielson is the executive director of PACENow, a nonprofit organization dedicated to proliferating the green economy through an innovative financing model known as Property Assessed Clean Energy—or PACE. The model enables owners of residential, commercial, and industrial properties to obtain low-cost, long-term property improvement loans for renewable energy and energy efficiency with little or no upfront cost.

The idea seems simple enough and the benefits are enormous for both the property owner and local community. PACE programs can enhance the value and efficiency of existing buildings, save substantial amounts in utility costs, and promote green job creation within the building design and construction industry.

“PACE started out as this idea in California in 2008,” recalls Gabrielson. “State-by-state legislation followed. Within two years, half of the states had PACE-enabling legislation.” According to Gabrielson, the idea of PACE went viral around the country in the residential sector. In fact, PACE was named one of Harvard Business Review’s 10 breakthrough ideas of 2010 and Scientific American’s top 20 ideas that can change the world.

Then, the innovative financing model started to lose its luster under the scrutiny of lenders.

First conceived in the residential sector as a lien on the property, a conflict emerged about whether a PACE security interest should be considered a property tax (since it is associated with a property, not an individual) or a loan (since the lien pays back a fixed amount of funding). If considered a tax, a PACE lien would be repaid before a mortgage in the event of foreclosure—something Fannie Mae and Freddie Mac found unacceptable. Due to opposition from the Federal Housing Finance Agency (FHFA), which saw PACE programs as a threat to the unsteady housing market, most residential PACE initiatives quickly dried up.

It seemed as though emerging PACE programs would be dead on arrival, but in several states PACE was already evolving in response to regional market pressures and an expanded definition of what constitutes energy-related improvements. In Florida, for example, the scope of PACE-eligible improvements was adjusted to encompass retrofits for “hurricane hardening” that would increase the resilience of a structure. In drought-stricken California, the energy implications of water usage were leveraged to considerably expand PACE eligibility.

Today, the Golden State benefits from a competitive marketplace of about a dozen different PACE providers. For instance, the Sonoma County Energy Independence Program (SCEIP) provides financing for over 90 different improvements across both the residential and commercial sectors. In fact, PACE is witnessing a burgeoning force for nonresidential properties. Gabrielson points to the renovation of the DusitD2 Constance Pasadena as just one of several recent success stories in California. The hotel used a $6.8 million PACE bond to finance a comprehensive energy upgrade that included new heating and air-conditioning equipment, LED lighting, a water system overhaul, and insulation. These upgrades will help the property reduce its electricity consumption by over 200,000 kWh and water use by over 3 million gallons annually.

The Michigan adopted a PACE statute in December 2010. It allows financing for a wide range of energy and water performance upgrades on commercial, industrial, multifamily, and private nonprofit buildings. The statute also paved the way for Lean & Green Michigan, a statewide PACE program that any municipality or county can join for free. “It is an open market program, meaning building owners can work with any clean energy contractor and any PACE lender they wish,” explains Andrew Levin, president of Lean & Green Michigan. “So far, 17 local governments representing 48 percent of Michigan’s population have joined Lean & Green Michigan, making it one of the largest statewide open market PACE programs in the country.”

Lean & Green Michigan has announced its first group of PACE-financed projects and is currently considering or processing projects worth more than $50 million. Among them, the Michigan Public Services Commission (MPSC) and property owner Saginaw Plaza Ltd. have teamed up with Levin through his consultancy firm, Levin Energy Partners, and contractor Ameresco to complete the first PACE project for a state agency in the United States—a retrofit of the MPSC headquarters in Delta Township, near the state capitol, Lansing.

As Michigan’s regulator of energy utilities, energy efficiency is important to MPSC. However, its headquarters is located in a privately owned building. This exemplifies what Levin calls the “split incentive” problem common in many types of commercial buildings where the best interests of the tenants (i.e., lowering utility costs rather than building improvements) are at odds with those of the property owner (i.e., improving the building rather than lowering utility costs). The nature of PACE in Michigan is designed to address this issue. “As a property tax payment in Michigan, PACE allows the building owner to share the costs with the tenants, who are already reaping the benefits. It’s a win-win all the way around!” states Levin. The $488,000 investment in energy conservation measures and onsite renewable energy is projected to yield approximately $800,000 in energy savings and tax benefits over the next two decades. “Without PACE financing, the MPSC project simply would not have happened.”

Deep in the heart of Texas, lawmakers passed a landmark statute in 2013 that authorized municipalities and counties to work with private sector lenders to finance improvements using voluntarily imposed contractual assessments on the property by the owner. Simply stated—Texas figured out a way to make PACE tax neutral.

“It passed in one session—it’s like it was meant to be,” recalls Charlene Heydinger, executive director of Keeping Pace in Texas (KPT). Both the legislature and business community saw an entirely voluntary PACE model as a business opportunity. “Not only did it have bipartisan support, it was advocated for by both the Texas Association of Business and the Sierra Club.”

“The timing for a conservative legislator to focus on water and energy conservation could not have been better,” Heydinger noted. Much like California and other regions, Texas is reeling from perpetual drought conditions compounded by a growing population. She points out that Texas has seen an average of a thousand people move to the Lone Star State every day for the past four years. “The economy is rising.”

Heydinger and KPT see a prime opportunity for PACE to unleash the green economy in Texas and provide the rest of the U.S. with the framework for deploying private-sector-driven PACE programs. KPT’s first goal was advocating for PACE-enabling legislation in Texas. Now, the organization assists counties and municipalities with implementing locally administered PACE programs. In order to achieve this goal, KPT organized a group of more than a hundred stakeholders. “A state-managed PACE program was not an option in Texas,” recalls Heydinger. “Private lenders had to step up.”

The lending associations supported the pro-business statute. “The best way to address agricultural water issues is through rural communities. We needed to bring small, local banks to the table,” says Heydinger.

With roughly 1,200 municipalities scattered throughout Texas, KPT quickly realized that in order to sustain the success of PACE in Texas, issues of scalability and regional adaptation would have to be reconciled with the need for user-friendliness. “A statewide PACE program didn’t seem realistic,” recalls Heydinger. “We’ve always held that PACE programs should respond to regional issues so that lenders, contractors, and property owners would only need to learn one system.”

This confluence of concerns for uniformity, user-friendliness, regionality, and scalability prompted KPT to develop a uniform standard for private-sector-driven PACE programs—a tool kit—aptly dubbed “PACE in a Box.” It was developed over the course of nine months by more than 130 business leaders. “The private sector designed it, so the business community has a great deal of confidence in it,” says Heydinger. In March, Travis County established the first PACE program under the KPT standard. The county approved a contract to engage a 501c3 nonprofit PACE administrator.

With a next-generation PACE framework in place, the lending environment in Texas is ripe for the green economy. Yet the statewide business community still lacked a strong outlet to establish significant business opportunities for engineers, construction contractors, commercial lenders, and investors interested in eligible energy efficiency and water-conserving improvements.

The Central Texas-Balcones (CT-B) Chapter of the U.S. Green Building Council recognized the many disconnects between markets across the largest state in the contiguous U.S. and took initiative to remedy the situation. “We thought we needed a platform to bring green building professionals together,” states Scott Gerhardt, the CT-B Chapter Chair.

The CT-B Chapter hired a consultant to conduct research and develop an internet-based resource that could serve as an online marketplace where project teams could easily find green building suppliers, designer, contractors, and other service providers. “The USGBC membership body represents a diverse cross section through the industry,” says Gerhardt. “A comprehensive umbrella resource made a lot of sense.”

Gerhardt recalls an important conversation with leaders from the other three Texas chapters during a USGBC leadership conference last year. “They saw a clear need for such a resource but none of them felt they had the means for such an undertaking.” Over the past several months, all four Texas chapters came together to support the green building industry in all regions of the state through the Texas Green Building Marketplace (texasgreenbuildingmarketplace.org).

“Through the general cooperation and collaboration for the marketplace, it became apparent that different communities had different strengths,” explains Gerhardt. The marketplace is the embodiment of a business-driven platform equipped to help regional networks grow organically, much like the PACE in a Box framework.

As Gabrielson has seen firsthand through PACE programs across the country, “Simple, local models are the key ingredients for success.” Much like KPT’s PACE in a Box, the Texas Green Building Marketplace is the product of commerce-oriented initiatives and private local mechanisms that are unlocking the potential of the green economy and providing the design and construction industry with new, innovative economic models that benefit both business and the environment. Heydinger attests, “Things grow more organically in Texas. The more the merrier.”

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Peer Power

USGBC’s Performance Excellence in Electricity Renewal (PEER) program takes LEED-like strides toward transforming power systems.

 

By Kiley Jacques

John F. Kelly, PEER Program lead. Photo: Marc PoKempner

transformation; they viewed it as an advanced learning system.

“LEED was the best model we could find of systemic transformation,” notes Kelly. “We think the reason is that LEED focused on transforming the professionals, the people, instead of the policies, standards, or codes.”

Thus, in 2010, Kelly met with LEED’s chief of engineering, Brendan Owens, to develop a similar approach for the electricity system. The team learned from Owens that he wished initial LEED efforts had started with a more measure-driven and outcome-focused premise. “That was one of [PEER’s] fundamental principles,” says Kelly, “—to focus on capabilities that are measurable and that matter to the customer.”

After five years of research spent looking at LEED’s six levels of performance, the PEER team established their own comprehensive set of principles, which drove how they would select criteria for measuring performance. “Just about everyone we talked to in the industry—from mayors to public service commission leadership and staff to owners of industrial facilities and commercial buildings to microgrid owners—they all thought about four areas of concern unanimously,” notes Kelly.

The result of all that legwork is a system that measures: reliability and resiliency, energy efficiency and environment, operational effectiveness, and customer engagement. This last category was put in place to address the fact that, currently, there isn’t a supply-demand correlation—even when demand goes up, the price doesn’t change; there’s no curve, which means it is very inefficient. In other words, customers do not receive a price signal so “they just use what they want whenever they want.” Kelly speculates this lack of correlation costs “probably double” what it should.

To address the issue, PEER developers came up with the idea for customer contribution, which looks at how the consumer can contribute services back to the grid; when demand is high, a price signal is sent out. Subsequently, customers reduce their load. (The idea came out of the way LEED buildings lower their demand when the grid is stressed). This type of incentive system has started to emerge in PEER.

With the mission of measurability in mind, each of the four categories includes criteria for which customers receive points. Points are also given for actual performance and capability. For example, with respect to environmental responsibility, PEER assesses the impact of electricity generation and transmission and encourages the adoption of clean energy. The criteria in this category address energy efficiency, air emissions, resource use, renewable energy credits, and power delivery impacts. “Right now most states use metric percent renewable system as a metric for how green their system is,” explains Kelly. “But percent renewable is a technology—it doesn’t tell you anything about the carbon footprint or the energy efficiency performance.” With PEER, points are given for actual efficiency in terms of carbon pollution, water consumption, and solid waste. “The percent renewable may affect those performance outcomes, but points are given for actual outcome, not the technology used,” notes Kelly.

Beyond environmental impact, of course, consumers expect high-quality service from their electricity provider at competitive rates. The intent of the operational effectiveness category is to assist in the identification and elimination of wasteful spending through performance benchmarks. Electricity costs, microgrid contribution, general operating expenses, capital spending or investment, and indirect costs are all analyzed. Customers who demonstrate operational effectiveness have a competitive advantage, in that eliminated waste means lower distribution charges. Kelly notes, that contrary to popular belief, higher reliability doesn’t necessarily mean higher rates. “PEER helps customers get to the point of being able to offer levels of performance not before thought possible while also lowering operating costs.”

As LEED did for the building industry, PEER offers new ways of thinking about energy systems. Now, for the first time, LEED and PEER give professionals a comprehensive understanding, “almost like a whole language,” of what sustainability is. “People are seeing how taking one action can result in addressing a handful of environmental concerns,” says Kelly. PEER adherents are beginning to design and operate much more efficiently and effectively, using a set of tools and strategies that achieve unprecedented levels of performance.

As industry professionals adopt PEER systems, better policies and standards follow. “It’s like having an army out there that’s really trained on a much more effective way of designing operating systems,” enthuses Kelly. To date, there are two levels of professional PEER training: Fundamentals are designed for everyone, and provide basic understanding of all the performance criteria. “It gives them a new way to think about electricity delivery,” says Kelly. Advanced course graduates get a certificate of completion for a much more technical program during which they apply PEER to a project—they implement and score it, and “really use it in their professional lives.” The aim is to develop PEER users, who can go apply it for others. Last year’s advance program served 15 trainees. Kelly predicts 30 to 40 this year, and 100 the next. “We’re hoping to really grow that army of the PEER advanced.”

Kelly’s vision for PEER includes thermal distribution in addition to electrical, and that it follows a trajectory similar to LEED’s. As Version II and Version III come out, he anticipates it will continue to improve. In 10 years, he foresees 50,000 PEER professionals using it for a range of projects, even if those projects are not PEER certified. “That’s how the transformation starts to happen,” says the forward-thinking Kelly.

“The University of Texas in Austin is an outstanding performer in terms of all of the PEER criteria,” notes Kelly. “Their leadership was dedicated to sustainable energy delivery, and had been working on it for 15 years.” Interested parties hadn’t seen anything in the marketplace that they wanted to model until they saw PEER. “They immediately understood how important it was to have a system like this,” notes Kelly. “They wanted to be one of the first PEER-certified projects so that they could be a shining example of [an institution] that applied all the criteria, and how they could drive such good performance.” Today, their operating budget has been cut in half—from $40 million to $20 million—and their reliability is the best in the country.

Southern California Edison has been working on the demand-response credit—they helped LEED get it into the marketplace. “It’s been a very successful part of the credit,” notes Kelly of the school’s PEER-related efforts. In fact, their environmental policy precisely demonstrates PEER’s own mission, as they “assure accountability for environmental compliance while fulfilling our mandate to safely provide reliable and affordable electric service in environmentally responsible ways.”

Finally, there is the policy initiative enacted by the City of Chicago, which applied PEER to energy procurement. (The city can buy power for all residential customers.) They used the energy efficiency and environmental category in their specification when they went out to bid and evaluate suppliers—they negotiated by demonstrating improved performance at the same cost. “They were not willing to pay more for their power, but they offered the contract to the supplier with the best PEER score,” says Kelly. Ultimately, they even eliminated coal from their system.

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TouchTour by Engrain

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Engrain is at the forefront of touch technology for commercial real estate. We collaborate with leaders in the industry to craft an interactive experience—making property information more visual, more meaningful, and more accessible. Our award-winning TouchTour® systems serve as the focal point of an integrated “information ecosystem.” We offer increased visibility through custom design, branded websites, email-and SMS-based information sharing, and compatibility with property management, lead tracking, and other software systems.

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LiveRoof® system

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Metal Sales™

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Metal Sales Manufacturing Corporation is the premier nationwide provider of metal panels for the design and construction community. Durable, recyclable metal roof and wall panels incorporate cool pigment technology that resists solar heat gain, improving the energy efficiency of buildings. Metal Sales™ has the expertise to address today’s challenges in high-performance, sustainable and Net-Zero building for new construction and retrofit. Its products can contribute to sustainable building certifications including LEED® and the Living Building Challenge. For 52 years, Metal Sales has delivered metal roof, wall and fascia panels from its 21 facilities throughout the U.S.

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